The document discusses common myths about organizational change and presents patterns for effective change management, emphasizing the importance of understanding people’s motivations. It critiques the belief that power and rationality drive change and suggests employing empathy, collaboration, and short-term goals to foster commitment. Various roles in the adoption curve are outlined, highlighting that change agents should encourage movement among individuals towards innovation and understanding resistance as a valuable component in the process.

1. Organizational Change
Myths and Patterns for
Evangelists
Linda Rising
www.lindarising.org
linda@lindarising.org
@RisingLinda

2. Why patterns?
Giving a name to a recurring
problem with a known solution
means the names of related
patterns can be used to have a
conversation about the problems
and solutions.

3. Fearless Change
Patterns based on
 Social psychology
 Influence strategies
 Evolutionary biology

4. Just out !

5. You’re not here to build
software, you’re here to change
the world.
Jeff Patton

6. Myth #1:
Smart people are
rational.

7. Keep these patterns with
you
Take on a role
Evangelist (not a fanatic)
Create short-term goals: build on your
successes and learn from your failures
Just Do It
Time for Reflection
Small Successes
Baby Steps

8. Myth #2:
Good always triumphs
over evil. (Just World
Fallacy, one of our
many cognitive biases.)

9. Do Food: A most under-
appreciated pattern but
one of my favorites !

10. Maria’s Rule
There are
very few
problems
that cake
cannot
solve.
With special thanks to Morten Elvang

11. Myth #3: If I just had
enough power I could
make people change.

12. Threat, firing, killing
are very effective but
only get compliance.
You want commitment.

13. You can buy a person's hand, but
you can't buy his heart. His heart is
where his enthusiasm, his loyalty is.
You can buy his back, but you can't
buy his brain. That's where his
creativity is, his ingenuity, his
resourcefulness.
Stephen R. Covey
The 7 Habits of Highly Effective
People

14. Personal Touch: Each
person is asking, “What’s
in it for me?”
You must address a
genuine user need. Data
does not equal empathy.
Jeff Patton

15. Different people accept new
ideas differently
This is new so it’s cool!
(Innovators--2.5%)
It’s interesting, but I want to learn more.
(Early Adopter--13.5%)
I want to know what other people think.
(Early Majority--34%)
If I have to. I guess.
(Late Majority--34%)
We’ve always done it this way.
(Laggards--16%)

16. Caveats about adoption curve
 These are roles not people
 There is a correlation with age, both for
individuals and organizations
 People can change. That is your job to
encourage movement “up” the curve.
 Imagine what it would be like if
everyone were an Innovator !

17. Myth #4: Skeptics,
cynics, resistors—THOSE
people, well, they must
be BAD or STUPID or
BOTH!! Ignore them!!

18. Fear Less: Listen, really
listen, and learn all you
can. Respect and build
on the resistance.

19. Seek first to understand,
then to be understood.
Stephen R. Covey
The 7 Habits of Highly
Effective People

20. Champion Skeptic:
Encourage a resistor to
play the important role of
“Devil’s Advocate.” Treat
this person as a valued
partner in the change
effort.

21. Myth #5:
You’re a smart person,
so you don’t need help
from others. After all,
it’s your idea!

22. Ask for Help: The idea is
yours and you believe in
it, but the change must
NOT be “all about you.”

23. Sincere Appreciation:
Recognize the
contributions of others. A
powerful influencer!

24. Power Thanks
 Sincere
 Timely
 Detailed
 Describe impact

25. Grateful people:
 Have more energy and optimism
 Are more resilient in the face of
stress
 Have better health
 Suffer less depression
 Are more compassionate, more
likely to help others, less
materialistic, and more satisfied
with life.

26. There are other patterns
in Fearless Change to help
you introduce new ideas.
This is just a start!
Thanks!